The paper examines the benefits claimed for action learning at individual, organisational and inter-organisational levels. It goes on to identify both generic difficulties in evaluating development programmes and action learning specifically. The distinction between formative and summative evaluation is considered and a summative evaluation…

This article describes the use of "business-driven" action learning in a healthcare setting. It reviews and reflects on an example where action learning does not "take", identifying the likely causes of this. It also poses four questions--whether action learning is counter-cultural in some organisations; whether the…

The current profile of action learning in the UK has recently become clearer (Pedler et al., 2005). Using the template of what have been described as "Revans's Classical Principles", fundamental divergences have begun to emerge. Pedler et al. (2005) identified a number of variances from this template--specifically the use of permanent…